Major change proposal instruction
This instruction applies to major change to the University’s operations, organisation, structures or systems that is likely to have a significant impact on staff.
This instruction provides a suggested framework for content of a proposal prepared when undertaking major change.
Instruction steps and actions
Communication with staff and stakeholders is a key part of ensuring that the process of managing change is conducted in a clear and transparent manner and that staff can respond to proposed change processes with clear questions or alternatives as required. The following key headings provide a suggested framework for content of a change proposal. Each change process will vary in scope and complexity and the amount of detail provided under each of the three main headings will vary accordingly.
In accordance with the delegations of authority, the Vice-Chancellor may approve an organisation restructure and/or major change proposal, while the relevant senior executive may approve the commencement of consultation.
The change proposal document seeking approval of the Vice-Chancellor will normally include:
1. Executive Summary
Outline what change is being proposed and the impact of the change on staff and the University. Include the project name, if established.
Outline the driver/s for change and any historical information that is relevant to the reasoning behind the proposed changes. It is important that the document contains the factors leading up to the identified need for the change.
a) History: What has led to the need for change?
b) Why is the change needed: What factors drive the need for change? What will happen if the change is not undertaken? What are the objectives of the change?
a) Proposed changes: What changes are being proposed? How will the changes look with regards to structure? How will the changes address the issues? (attach the current and proposed organisation charts of positions without incumbent details).
b) Likely significant effects of the restructure
Consider one or more of the following and elaborate. Include position titles without incumbent details.
(i) Termination of employment
(ii) Major change in composition, operation or size of the University’s workforce or in the skills required
(iii) Any new outsourcing proposals involving work that is currently and actually undertaken by RMIT staff
(iv) Elimination or diminution of job opportunities or job tenure
(v) Alteration of hours of work of employees
(vi) The need for retraining or transfer of employees to other work or locations
Where positions are to be removed from the structure, include the proposed criteria for determining which positions will be removed.
c) Benefits: Key success indicators, objectives, cost, structure, function
d) Consultation plan: Consultation and feedback activities and timelines with affected staff
e) Cost and resources required to implement change: Financial cost, staff support to implement change
The change proposal document seeking Senior Executive approval will normally include:
a) Implementation plan and timelines: Key phases and milestones for implementation; clear start dates, milestones, and expected finish date; consultation dates
b) Consultation plan: Consultation and feedback activities and timelines with affected staff
c) HR impacts: Potential redundancies, retraining and capability development, new or revised position descriptions, relocation. If targeted redundancies are applicable, detail the criteria that will be used to determine which positions are potentially redundant.
d) Organisational chart: Current and proposed
e) Impacts on staff: How will the changes impact staff including workloads and accommodation issues, training needs, wellbeing and morale
f) Impacts on users of the service or function: How will other staff or clients be impacted by the change? How will users of the service or function be consulted and communicated with regarding the change?
g) Review mechanisms (if appropriate): How will the changes be monitored? What are the key success indicators and how will they be measured?
h) Alternatives: Outline alternative solutions considered and / or already implemented and their impacts where relevant and appropriate. It is unlikely this section would be addressed in every business case.
i) The future: In some change circumstances it could be appropriate and useful to inform of any future planned change to contextualise the current change process. It is unlikely this section would be addressed in every business case.[Next: Supporting documents and information ]